Most of us want to use our working hours productively. We want to make a difference and contribute to the success of our organizations. Although we recognize the transformative aspect of business intelligence, sometimes our executives do not. When this happens, it is often difficult to feel motivated, and work becomes drudgery.
I normally counsel people in these circumstances to be patient; sooner or later, the organization's data delinquency will come home to roost, and it will stumble in the marketplace. The Board will bring in a new slate of executives who need to measure performance rigorously and want to enhance the organization's information infrastructure. If you have stayed the course, this is your time to shine.
But some times it doesn't pay to be stoic. You are too ambitious, your executives are too entrenched, your organization is too complacent, and better opportunities exist elsewhere. And when push comes to shove, you just can't take it anymore, personally, professionally, or emotionally. Then, it might be wise to seek greener pastures, and a corporate environment that possesses a data-driven, decision-making culture.
The following is a list of symptoms that might indicate that it is time to polish your resume.
- Your BI/DW team is "invisible" to corporate executives until you make a mistake.
- Executives make decisions based on analyst spreadsheets rather than data warehousing reports that contain the same information.
- Executives continually approve the acquisition of new applications with embedded BI products that run counter to your established BI standards.
- The BI/DW group never has the funds to hire enough people (or the right people) to stay ahead of project backlogs, reinforcing business perceptions that the BI team is slow and incompetent.
- The BI/DW group doesn't have a manager or one who is knowledgeable about BI.
- The BI/DW group Is viewed as another IT group whose members are interchangeable.
- The project management office insists that the BI/DW team follow traditional software development lifecycle (SDLC) and project management methodologies.
- ERP implementations take the lionshare of business attention and IT resources.
- You are an order taker who delivers what the business requests rather than an advisor who helps the business understand what they need and then builds it.
- During requirements sessions, users repeatedly say they "want all the data."
- Users use the BI tools as glorified extraction mechanisms to dump data into a spreadsheet or desktop database.
- Users still question the validity of data more than a year after you've delivered a new report.
- The BI/DW team doesn't track usage or know the degree of user satisfaction with BI.
Ultimately, corporate culture, which is established by executives,will determine how effective you can be in your position. If you observe more than a few of the above characteristics in your organization, and your patience has worn thin, then it's time to find an organization with a data-driven, decision making culture that makes it possible for you to have a positive impact on the business.
Posted June 14, 2011 5:18 AM
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